Matching Items (10)
Filtering by
- All Subjects: Screenwriting
- Creators: Department of English
Description
This long form creative nonfiction essay gives insider details on working in an emergency room as a medical scribe. The most pertinent topic is death and how the author copes with seeing patients die on a regular basis. Other topics are emergency room procedures, specific diagnoses and treatments, as well information on the other personnel in an emergency room.
ContributorsFeller, Aaron Lee (Author) / Gutkind, Lee (Thesis director) / Robert, Jason (Committee member) / Rowe, Todd (Committee member) / Barrett, The Honors College (Contributor) / Department of Chemistry and Biochemistry (Contributor) / Department of English (Contributor)
Created2013-05
Description
"The Art of Humans Being" is a feature length screenplay in the same vein as an original Pixar animated script. The story takes place in New York City, and focuses on our heroine, 13-year-old high school senior and certifiable genius, Lu, and our hero, 17-year-old high school senior of average smarts, Finn. We are first introduced to these characters as they struggle with fitting in both at school and in their lives at home. Lu and Finn feel a disconnect with their families, but both share a common appreciation for art and the escape it provides. Though her entire family is involved in artistic and creative pursuits, Lu has never painted a day in her life but dreams of one day being a great artist. Finn, on the other hand, has inherited his deceased mother’s immense talent with a paintbrush, but is hesitant to live in her shadow. Upon seeing their desire to paint, their high school art teacher—Miss Ro—encourages Finn and Lu to enter the world-renowned art competition Palette Parfaite, created by the famous French artist Madame Inès. In order to enter this art competition, contestants must dive inside a painting. As such, Lu and Finn are forced to literally enter the art world. Once inside the painting, they are introduced to colorful characters, stunning landscapes, and an entire studio of art materials that can only be described as every artists’ dream. However, the more time they spend inside the painting, the sooner Lu and Finn realize that this dreamlike world is not quite what it seems. "The Art of Humans Being" seeks to explore the world of art through the following questions: What happens to the forgotten art that has been discarded after being deemed “not good enough” to be finished? What happens to human beings who are treated the same? And finally, what happens when we accept people for who they are and what they create, even if they have flaws; even if they’re still works in progress?
ContributorsGraves, Cassidy Aadland (Author) / Bernstein, Gregory (Thesis director) / Maday, Gregory (Committee member) / School of Film, Dance and Theatre (Contributor) / Department of Marketing (Contributor) / Department of English (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Here at ASU, I am double majoring in Psychology and Film/Media Studies. As such, I wanted to combine my two majors for my thesis project. Therefore, I decide to analyze representations of mental illness as they are portrayed in the mass media, especially through film and television. Through this research, I determined a number of ways that the mass media often portray mental illness incorrectly, insensitively, or through sheer stereotypes that often contribute to stigma and prejudice against the mentally ill. Taking what I learned about these common representations, as well as my knowledge of screenwriting and psychological disorders, I crafted a series of three short screenplays that accurately and positively represent mentally ill characters. This "Day in the Life of" series provides a snapshot of a characters' day to day life as they coexist with their mental illness.
ContributorsBrunelli, Hannah James (Author) / Bernstein, Gregory (Thesis director) / Mae, Lynda (Committee member) / Department of English (Contributor) / Department of Psychology (Contributor) / Sandra Day O'Connor College of Law (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Declaration of Conflicts: This project has no conflicts of interest to declare.
Context: This project was completed at a federally qualified primary healthcare clinic in Phoenix, Arizona that served patients of all age groups, but primarily cared for the Hispanic population providing primary care, preventative services, family planning, two lab technicians, one promoter, two medical assistant supervisors, five front desk staff, one chief administrative officer, one chief financial officer, two medical directoers who were also providers at the clinic.
Problem and Analysis Assessment: During my clinical rotations, I saw the burden a missed patient appointment had not only on the patients themselves, but also on the clinic, providers, and the staff. It caused delay in treatment for patients, and it did not allow other patients that wanted to be seen to be seen. It also increased unnecessary costs and wasted provider time. Thereafter, I met with some of the leadership team and one of the medical directors to determine a solution to reduce the number of missed appointments that were occurring. An educational session was kept to discuss the findings of this problem to the providers and the staff and when surveys were handed out to the patients, providers, and staff to assess their satisfaction with the old scheduling system versus the new scheduling system, they were also provided with a cover letter discussing the project.
Intervention: In order for improvements in care to occur, a system process change including the way patients are scheduled must occur. In this case, an open-access scheduling system (OAS) was implemented. OAS allows a patient to schedule an appointment on the 'same-day' or the 'next-day' to be seen. One provider at each of the clinics, each day of the week was available for 'same-day' appointments from 1300-1600. The providers were still available for scheduled appointments using the previous scheduling method. Walk-ins were still accepted, and were scheduled based on patient provider preference; however, if an appointment was not available for their preferred provider, they were typically seen with the provider that was the 'same-day' provider for that day.
Strategy for change: Since patients were only allowed to schedule appointments one month in advance, only one month was needed to implement this process change. A recommendation for the future would be to clearly identify the patient encounter type, and label it as a same-day appointment, as this would be helpful when gathering and extracting data for this type of patient group specifically.
Measurement of Improvement: Over a three-month period, a data collection plan was used to determine the number of Mas over a three-month period before and after implementation of this change. Satisfaction scores were measured using likert scales for patients, provider, and staff, and a dichotomous scale was used to determine the likelihood of emergency room or urgent care use. A comparison was done to measure revenue during the same time frame. During the three months, a clinically significant decrease in MAs was seen (<0.52%), with an increase in revenue by 41%. Additionally, a statistically significant increase in patient, provider and staff satisfaction was also noted when compared to the old scheduling system, as >68% of all patients, providers and staff reported feeling either very satisfied or extremely satisfied with the new scheduling system. Additionally, patients also reported that they were less likely to visit an emergency room(88%) or urgent care (90%) since they were able to be seen the same-day or the next-day by a provider.
Effects of changes: An incidental finding occurred during this study - where 877 more patients were seen in the three months during the implementation of this project, compared to the three months prior; which likely resulted in a 41% increase in revenue. Additionally this project, allowed patients that wanted to be seen on the same day, to be seen, and it decreased unnecessary costs associated with emergency room or urgent care visits. Some of the limitations involved included the current political environment, appointment slots that were previously 15 minutes in length (in 2016), increased to 20 minutes in length (in 2017), a language barrier was noted for the patient surveys since English was not the first language for many of the patients who completed the survey (although documents were translated), and the surveys used were not reliable instrument given that a reliable instrument in previous studies could not be found.
Lessons learnt: In order to have accuracy of the survey results, it is best for the author of the study to hand out and provide scripture for the survey so that complete data is received from the surveyors.
Messages for others: Begin by making a small process change where only one provider allows for the open-access scheduling so that the entire office is not affected by it, and if results begin to look promising then it can be expanded. Additionally, correct labeling of patients as 'same-day' is also important so that additional data can be gathered when needed regarding the 'same-day' patients.
Patient/Family/Guardian Involvement: Patients who benefited from the new scheduling system (open-access scheduling) were asked to fill out a survey that asked them to disclose some demographic data and asked them to determine their satisfaction with the new vs old scheduling system and their likelihood of visiting an emergency room or urgent care.
Ethics Approval: Arizona State University Institutional Review Board (IRB) Received: September 2017
Context: This project was completed at a federally qualified primary healthcare clinic in Phoenix, Arizona that served patients of all age groups, but primarily cared for the Hispanic population providing primary care, preventative services, family planning, two lab technicians, one promoter, two medical assistant supervisors, five front desk staff, one chief administrative officer, one chief financial officer, two medical directoers who were also providers at the clinic.
Problem and Analysis Assessment: During my clinical rotations, I saw the burden a missed patient appointment had not only on the patients themselves, but also on the clinic, providers, and the staff. It caused delay in treatment for patients, and it did not allow other patients that wanted to be seen to be seen. It also increased unnecessary costs and wasted provider time. Thereafter, I met with some of the leadership team and one of the medical directors to determine a solution to reduce the number of missed appointments that were occurring. An educational session was kept to discuss the findings of this problem to the providers and the staff and when surveys were handed out to the patients, providers, and staff to assess their satisfaction with the old scheduling system versus the new scheduling system, they were also provided with a cover letter discussing the project.
Intervention: In order for improvements in care to occur, a system process change including the way patients are scheduled must occur. In this case, an open-access scheduling system (OAS) was implemented. OAS allows a patient to schedule an appointment on the 'same-day' or the 'next-day' to be seen. One provider at each of the clinics, each day of the week was available for 'same-day' appointments from 1300-1600. The providers were still available for scheduled appointments using the previous scheduling method. Walk-ins were still accepted, and were scheduled based on patient provider preference; however, if an appointment was not available for their preferred provider, they were typically seen with the provider that was the 'same-day' provider for that day.
Strategy for change: Since patients were only allowed to schedule appointments one month in advance, only one month was needed to implement this process change. A recommendation for the future would be to clearly identify the patient encounter type, and label it as a same-day appointment, as this would be helpful when gathering and extracting data for this type of patient group specifically.
Measurement of Improvement: Over a three-month period, a data collection plan was used to determine the number of Mas over a three-month period before and after implementation of this change. Satisfaction scores were measured using likert scales for patients, provider, and staff, and a dichotomous scale was used to determine the likelihood of emergency room or urgent care use. A comparison was done to measure revenue during the same time frame. During the three months, a clinically significant decrease in MAs was seen (<0.52%), with an increase in revenue by 41%. Additionally, a statistically significant increase in patient, provider and staff satisfaction was also noted when compared to the old scheduling system, as >68% of all patients, providers and staff reported feeling either very satisfied or extremely satisfied with the new scheduling system. Additionally, patients also reported that they were less likely to visit an emergency room(88%) or urgent care (90%) since they were able to be seen the same-day or the next-day by a provider.
Effects of changes: An incidental finding occurred during this study - where 877 more patients were seen in the three months during the implementation of this project, compared to the three months prior; which likely resulted in a 41% increase in revenue. Additionally this project, allowed patients that wanted to be seen on the same day, to be seen, and it decreased unnecessary costs associated with emergency room or urgent care visits. Some of the limitations involved included the current political environment, appointment slots that were previously 15 minutes in length (in 2016), increased to 20 minutes in length (in 2017), a language barrier was noted for the patient surveys since English was not the first language for many of the patients who completed the survey (although documents were translated), and the surveys used were not reliable instrument given that a reliable instrument in previous studies could not be found.
Lessons learnt: In order to have accuracy of the survey results, it is best for the author of the study to hand out and provide scripture for the survey so that complete data is received from the surveyors.
Messages for others: Begin by making a small process change where only one provider allows for the open-access scheduling so that the entire office is not affected by it, and if results begin to look promising then it can be expanded. Additionally, correct labeling of patients as 'same-day' is also important so that additional data can be gathered when needed regarding the 'same-day' patients.
Patient/Family/Guardian Involvement: Patients who benefited from the new scheduling system (open-access scheduling) were asked to fill out a survey that asked them to disclose some demographic data and asked them to determine their satisfaction with the new vs old scheduling system and their likelihood of visiting an emergency room or urgent care.
Ethics Approval: Arizona State University Institutional Review Board (IRB) Received: September 2017
ContributorsPatel, Dimple (Author) / Thrall, Charlotte (Thesis advisor) / Glover, Johannah-Uriri (Thesis advisor)
Created2018-05-02
ContributorsFlores, Czarina (Author) / Bradley, Christoper (Thesis director) / Dove-Viebahn, Aviva (Committee member) / Barrett, The Honors College (Contributor) / Department of English (Contributor)
Created2024-05
ContributorsFlores, Czarina (Author) / Bradley, Christoper (Thesis director) / Dove-Viebahn, Aviva (Committee member) / Barrett, The Honors College (Contributor) / Department of English (Contributor)
Created2024-05
ContributorsFlores, Czarina (Author) / Bradley, Christoper (Thesis director) / Dove-Viebahn, Aviva (Committee member) / Barrett, The Honors College (Contributor) / Department of English (Contributor)
Created2024-05
DescriptionA TV adaptation of the classic book The Count of Monte Cristo by Alexandre Dumas, set-in modern-day Los Angeles with a Latinx based cast. The project includes a 45-page script, episode descriptions for the first season, and a page with brief descriptions of the characters.
ContributorsFlores, Czarina (Author) / Bradley, Christoper (Thesis director) / Dove-Viebahn, Aviva (Committee member) / Barrett, The Honors College (Contributor) / Department of English (Contributor)
Created2024-05
Description
“The Evil Box spilled, and someone has to clean it up. That someone rolls into a nothing town in search of an Evil driving possessed Mortals to violence. In saving the target of the attack, she finds a team of wannabe do-gooders intent on saving the world – or, at least, keeping it from becoming worse. Armed with apparent eons of experience, cynicism, and a not insignificant amount of Divine Intervention, they set out to contain the mythological Evils and their detriment to the world.”
In a world not unlike our own, Pandora opened the world to malicious Evils. With the world, as it is, the last thing it needs is additional evil. Enter: a group of people who are not responsible for the situation. Their only stake in the game is that it affects the world in which they live, and they’d really like to save it.
Following in the tradition of great female-led television dramas and rife with questions about the difference between culpability and responsibility, this modern continuation of the myth of Pandora –an attempt at a generational allegory - finds its form in a 60-minute single camera drama.
This Barrett, The Honors College Creative Thesis Project, consists of the first draft of a pilot screenplay, a corresponding “bible” (a compilation of information regarding the concept, story, and characters so as to facilitate its writing), and a reflection on the process undergone.
In a world not unlike our own, Pandora opened the world to malicious Evils. With the world, as it is, the last thing it needs is additional evil. Enter: a group of people who are not responsible for the situation. Their only stake in the game is that it affects the world in which they live, and they’d really like to save it.
Following in the tradition of great female-led television dramas and rife with questions about the difference between culpability and responsibility, this modern continuation of the myth of Pandora –an attempt at a generational allegory - finds its form in a 60-minute single camera drama.
This Barrett, The Honors College Creative Thesis Project, consists of the first draft of a pilot screenplay, a corresponding “bible” (a compilation of information regarding the concept, story, and characters so as to facilitate its writing), and a reflection on the process undergone.
ContributorsGeelhood, Tessa Renee (Author) / Maday, Gregory (Thesis director) / Bernstein, Gregory (Committee member) / School of Film, Dance and Theatre (Contributor) / Department of English (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
Descent is a modern television adaptation of Dante's Inferno, in which the main characters must navigate the levels of the Dark Web instead of Hell. This Creative Project includes the script for the first episode of this series, as well as episode summaries for each of the 10 episodes in the first season.
ContributorsSchroeder, Elizabeth Marie (Author) / Bradley, Christopher (Thesis director) / Himberg, Julia (Committee member) / Winters, Justin (Committee member) / Department of English (Contributor) / Dean, W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2020-12